SureSkills Business Analysis & Agile Breakfast Briefing - Belfast, November 21st 2013
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SureSkills Business Analysis & Agile Breakfast Briefing - Belfast, November 21st 2013

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Following on from the success of the previous project management events for SureSkills Belfast we decided to run an open breakfast briefing concentrating on two key industry area's of growth......

Following on from the success of the previous project management events for SureSkills Belfast we decided to run an open breakfast briefing concentrating on two key industry area's of growth Business Analysis & Agile! The Breakfast Briefing ran in the Europa Hotel Belfast on the 21st of November to a full capacity crowd.

In this breakfast briefing SureSkills will be examining this issue, particularly looking at Business Analysis as one of the hottest areas in business value and processes in 2013. We will do this with Agile which constantly is a source of query for SureSkills to provide advice, input and training. The Breakfast Briefing will have experts in these areas and practitioners speaking with passion about the real issues and real world examples. Attendees will leave at the end of the session invigorated and knowing more than they did when they came in.

Speakers on the day:

• Maurice Lynch, CEO, Nathean Technologies

• Ruaidhri McSharry, Director Service Management & Operations, SureSkills

• Cameron O'Connor, Subject Matter Expert, SQS/SureSkills

• Franco Campione, Director, CME Group

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  • 1. 21st November, 2013 Copyright © SureSkills
  • 2. Business Analysis & Agile Your Way to Success – ensuring economic, effective, efficient quality best practice service (every time) 21st November, 2013 Copyright © SureSkills
  • 3. Business Analysis & Agile – a Collaboration Ruaidhri McSharry | 21st November, 2013 Copyright © SureSkills
  • 4. Agenda SureSkills Welcome Business Analysis & Agile – So What! Ruaidhri McSharry, SureSkills Who is the Business Analyst in 2013? Cameron O’Connor, SME SQS/SureSkills Agile – an industry story Franco Campione, Director CME Group An Agile Approach to Business Intelligence Maurice Lynch, CEO Nathean Technologies Q&A / Event Close Event Panel 21st November, 2013 Copyright © SureSkills
  • 5. Business Analysis & Agile 21st November, 2013 Copyright © SureSkills
  • 6. Project Management Service Management Education Development Global Delivery Program & Project Management Practices Project office, PMO, Portfolio Management, Resource Placement: Program Managers & Project Managers Gap Analysis – Best practice frameworks & Standards – ITIL®, ISO20000 Steering – Continual Service Improvement Programs Instructor Led & E-Learning Development Rapid 2 SureSkills Connect EMEA AJP USA Business Analysis Managed Services Business Analysis Operations Assess & Recommend: Business processes Business Process Modelling Service Desk Outsourcing Application Management and Deployment Vendor SLA Management Support Pro-Active Monitoring and Alerting IT Administration (MAC service) Remote and On-Site Hands On Response 21st November, 2013 Copyright © SureSkills Technical Consulting Data management solutions Storage solutions Virtualisation solutions LaaS Social Learning E-Learning Virtual Labs Capability Social Media Social Media for Business Digital Marketing Search Engine Optimization Private Tailored Public Schedule Customized Courses On site/off site Groups 1-1 Microsoft VMware ITIL PRINCE2 Business Skills SQL Business Analysis
  • 7. Business Analysis & Agile – So What! Ruaidhri McSharry | 21st November, 2013 Copyright © SureSkills
  • 8. Business Analysis 21st November, 2013 Copyright © SureSkills
  • 9. Definition of Business Analysis An internal consultancy role that has the responsibility for investigating business systems, identifying options for improving business and bridging the needs of the business with the use of IT. But is this correct? Do you agree with this? 21st November, 2013 Copyright © SureSkills
  • 10. Challenges & Opportunities Facing Bus. Analysts http://www.batimes.com/articles/would-you-hire-a-project-manager-or-a-business-analyst.html 21st November, 2013 Copyright © SureSkills
  • 11. Different Versions of Reality 21st November, 2013 Copyright © SureSkills
  • 12. Business Analysis can ensure..... 21st November, 2013 Copyright © SureSkills
  • 13. Is the Requirement for a Duck or a Rabbit? Ill-defined requirements or inability (or reluctance) of users to articulate their requirements challenges effective requirements definition Similarly, is the requirement for a Sales Solution OR Marketing Solution OR Manufacturing Solution OR all three? Ummm…. I want something that has some sort of hearing ability, can See AND can EAT also… Question.. Does the user want a Duck or a Rabbit? (after Wittgenstein) 21st November, 2013 Copyright © SureSkills Based on These requirements, the user will probably get a Duckrabbit! Multi-world views or multiWeltanschauung
  • 14. 21st November, 2013 Copyright © SureSkills
  • 15. Business Analyst Feedback - Challenges “I think my main challenge based on my experience so far as a BA could be grouped under the banner of engagement. There will always be areas I am asked to work on that will be outside my expertise. If a BA is very technical then understanding the bigger picture & the company strategy, economy, political and other environmental risks takes work. If a BA is very business & environment driven then understanding IT solutions can be more challenging. We are trying to be a master of all trades & then mostly condensing that into one appealing document.” 1 5 21st November, 2013 Copyright © SureSkills
  • 16. Key Skills of a Good Business Analyst • 30% Capturing business needs & shaping requirements through dialogue with business sponsors • 25% Understanding end user requirements • 25% Working on solution design & communicating with solutions team • 10% Project Management • 10% Integration planning/dependency management/ business process mapping Source: http://www.executiveboard.com/blogs/what-to-look-for-when-hiring-a-business-analyst/ 21st November, 2013 Copyright © SureSkills
  • 17. Key Skills of a Good Business Analyst • Challenges Willingly: able to speak up to shape requirements, influence sponsors and understand the “why” behind requests • Deals with Ambiguity: Information-intensive projects tend to have the most unclear requirements. This emphasizes the business analysts’ ability to reason logically and efficiently through ambiguityand be intellectually flexible • Collaborates Effectively: BAs need to collaborate with host of stakeholders • Filters & Analyzes Information: Business sponsors supply BAs with a large volume of information which they must analyze to understand priorities and options, as well as filter signal from noise • Applies a Journalistic Mindset: Being a business analyst often involves observational and puzzle-solving skills similar to a journalist or anthropologist, particularly where the requirements are unknown or difficult to express 21st November, 2013 Copyright © SureSkills
  • 18. Agile 21st November, 2013 Copyright © SureSkills
  • 19. What is AGILE? Agile Methodology is an alternative to traditional project management, typically used in software development. It helps teams respond to unpredictability through incremental, iterative work cadences, known as sprints. Agile methodologies are an alternative to waterfall, or traditional sequential development. The Waterfall Model is a sequential design process, often used in software development processes, in which progress is seen as flowing steadily downwards (like a waterfall) through the phases of Conception, Initiation, Analysis, Design, Construction, Testing, Production/Implementation, & Maintenance. 21st November, 2013 Copyright © SureSkills
  • 20. Agile – What It Can Mean • Agile transforms teams to deliver flexible, efficient, high-quality projects that enables businesses to meet rapidly changing requirements by utilising cross departmental teams to produce high-quality projects. • Agile project development methods are based on iterative & incremental development feedback loops that can be used to optimise the delivery of project phases while maximising alignment to customers’ needs. • Through collaboration & communication, Agile allows organisations to assess and adjust any development aspects throughout the project lifecycle to keep projects on track, minimise risk and maximise ROI. 21st November, 2013 Copyright © SureSkills
  • 21. Why Agile? Agile Promotes: • Fast project delivery • Successful project delivery • Earlier ROI • Collaboration • Communication • Cross-functional teams • Lightweight documentation • Projects delivering against customer needs • Cultural change • Organisational change • Continual assessment of priorities • Dynamic projects related to changing requirements • Maximise return • Lower risks 21st November, 2013 Copyright © SureSkills
  • 22. IT Project Management Landscape Project Methods • Waterfall • Agile & Lean Quality Management • Service Management (ITIL / ISO20000) • Security (ISO27000) • Governance (COBIT / ISO38500) Complexity • Information Exchange • Platforms – Smartphone, Tablets • Global Enterprises & Customers Service Delivery Models • Virtualisation, Cloud • SaaS 21st November, 2013 Copyright © SureSkills
  • 23. Traditional PM Methods PRINCE2 21st November, 2013 Copyright © SureSkills PMBOK
  • 24. Traditional PM – PRINCE2 & PMBOK 21st November, 2013 Copyright © SureSkills
  • 25. What is LEAN? The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste. 21st November, 2013 Copyright © SureSkills
  • 26. What is SCRUM? Scrum is the most popular way of introducing Agility due to its simplicity and flexibility. Because of this popularity, many organizations claim to be “doing Scrum” but aren’t doing anything close to Scrum’s actual definition. Scrum emphasizes empirical feedback, team self management, and striving to build properly tested product increments within short iterations. Doing Scrum as it’s actually defined usually comes into conflict with existing habits at established non-Agile organizations. Scrum has only three roles: Product Owner, Team, & Scrum Master. 21st November, 2013 Copyright © SureSkills
  • 27. Agile PM – SCRUM 21st November, 2013 Copyright © SureSkills
  • 28. Incremental Development & Delivery REQUIREMENTS 21st November, 2013 Copyright © SureSkills
  • 29. The Major Agile/Lean Methods • Scrum (1995) – PM Oriented – – – – – Timeboxing Prioritized backlog Daily standup meetings Demo after each iteration Correct the process through lessons learned XP (1999) – Engineering Oriented • (A)TDD, refactoring, pair programming, continuous integration, simplicity, whole team, planning game, … Kanban(2010) – Max Value & Continuous Improvement Visualize Reduce WIP Manage Flow Make process Policies Explicit Build in Feedback Loops Improve Collaboratively (using scientific method) 21st November, 2013 Copyright © SureSkills
  • 30. Shorter Cycle Times More Motivation Reduced Risk Improved Quality Economies of Speed Manage Variability Less Overhead More innovation Adapted from Don Reinertsen, 2009 21st November, 2013 Copyright © SureSkills Less Demand
  • 31. Chaos Project Database 2002-10 “It is now U.S. law that all DOD contracts are Agile” – Jeff Sutherland Dec 2012 Adapted from Standish Group 2010 21st November, 2013 Copyright © SureSkills
  • 32. Why Change - Business • The Gartner 2012 advisory on application development to all IT senior management is: o Business users are losing patience with old-school IT culture o Relationships are tense & resentful o Legacy systems & practices impede agility o Adopt a product perspective o Say goodbye to waterfall o Improve cross-competency collaboration o Launch a deep usability discipline 21st November, 2013 Copyright © SureSkills
  • 33. Why Change - BA Gone Awry • • • • • • • Communication Barrier Lack of Skills Out of date (previous experience) Undue project influence (requirement priorities) Reduce Stakeholder influence Reduce feedback Reduce opportunities for developers to gain communication skills • Over analyse? 21st November, 2013 Copyright © SureSkills
  • 34. Agile Perspective - Pragmatic Agile Business Analyst  Significant shift in how we look at requirements  When they are defined in the process  BA integrated part of the team throughout the life of the project  Requires new skills Collaboration - project team and the business. Facilitation Leadership Coaching 21st November, 2013 Copyright © SureSkills
  • 35. BA Role - Team Organisations Categories of team organisations (Scott Amber 2006) 1. One Room Developers & Stakeholders are co-located 2. Over the wall Single location BUT not co-located 3. Across the network Dispersed / Distributed Development 21st November, 2013 Copyright © SureSkills
  • 36. The Right Horse? Barriers to Further Adoption of Agile: • Resistance from business partners • Lack of developers with the ability to be successful with Agile • Lack of support from first line managers • Funding model in conflict with Agile processes • Time required to up skill and transition staff • Complexity of projects • Lack of confidence in ability of Agile to scale • Project interdependencies are difficult to manage with Agile • Challenge of using Agile with distributed teams 21st November, 2013 Copyright © SureSkills
  • 37. So?..... Reality for Business Analysts? 1. All projects are suitable for Agile ?? 2. Business does not always have time / desire to be ‘Product Owner’ 3. Business may lack broad business perspective (department perspective) 4. “Architecture” perspective 21st November, 2013 Copyright © SureSkills
  • 38. Which Means ….. Revamp Perspectives  Reduce isolation of specialists  More Facilitator than bridge  Collaborate / Facilitate  Leaders  Mentors Lose Weight  Decouple breadth & depth  Collaborative approach 21st November, 2013 Copyright © SureSkills Flexible Methods Across Project Types  “Generalising specialists” in Development  Agile techniques for agile projects  ‘Slimmer’ traditional technique for ‘waterfall’ projects
  • 39. Who is the Business Analyst in 2013? Cameron O’Connor | 21st November, 2013 Copyright © SureSkills
  • 40. 21st November, 2013 Copyright © SureSkills
  • 41. 21st November, 2013 Copyright © SureSkills
  • 42. What is a Business Analyst? • “An internal consultancy role that has the responsibility for investigating business situations, identifying and evaluating options for improving business systems, defining requirements and ensuring the effective use of information systems in meeting the needs of the business” – Business Analysis – Paul, Yeates & Cadle 21st November, 2013 Copyright © SureSkills
  • 43. Role of the Business Analyst • • • • • The key agent of Change To bring Structure to Change projects Planning and Strategic Thinking Advocate and Advisor Ability to learn a new domain • This is accomplished using techniques, skills and experience 21st November, 2013 Copyright © SureSkills
  • 44. 21st November, 2013 Copyright © SureSkills
  • 45. Attitudes to Change Entrepreneur Strategy Formal Planning 21st November, 2013 Copyright © SureSkills Intrapreneur, individual or group
  • 46. It’s all about getting the Requirements right 21st November, 2013 Copyright © SureSkills
  • 47. The BA’s Role Covers • • • • • • • • • • • Develop a business strategy Identify Key Performance Indicators (KPIs) Understand stakeholder perspectives Model business activities Perform GAP analysis Identify areas for improvement Manage stakeholders Propose solutions Articulate the costs and benefits Develop the business case Management the Requirements Process 21st November, 2013 Copyright © SureSkills
  • 48. Business Analyst v System Analyst Business Analyst System Analyst Bridge between IT & Business Based in IT department Develops the Business Case Evaluate technical solutions Stakeholder focused Resource efficiencies Excellent communication skills Good written and mathematical/ analytical skills Applications focused (IS) Systems focused (IT) User Acceptance Testing Systems Testing 21st November, 2013 Copyright © SureSkills
  • 49. Skillset of Analyst - Learn • Access to and understanding of the current situation: – the core values, core purpose and vision of the organisation – the external environment – the objectives of the organisation – the current strategies – new ideas – the issues (problem analysis) 21st November, 2013 Copyright © SureSkills
  • 50. BCS Business Analyst Practice • • • • • • • • • • Develop a business strategy Identify Key Performance Indicators (KPIs) Understand stakeholder perspectives Model business activities Perform GAP analysis Identify areas for improvement Manage stakeholders Propose solutions Articulate the costs and benefits Develop the business case 21st November, 2013 Copyright © SureSkills
  • 51. BCS Requirements Engineering • • • • • • Hierarchy of Requirements Requirements Elicitation Use of Models in Requirements Engineering Managing Documentation Requirements Validation Requirements Management 21st November, 2013 Copyright © SureSkills
  • 52. Written Exam • • • • • • Open book Case study based 15 minutes reading time and 1 hour written Pass mark 50% Practice questions available Mock exam at the end of this course 21st November, 2013 Copyright © SureSkills
  • 53. BCS Business Analyst Diploma • Awarded by BCS (British Computer Society) Professional Certification • Passing written exams leads to Certificates • Once passing 4 exams you can take the oral exam leading to the Diploma • More information on BCS website 21st November, 2013 Copyright © SureSkills
  • 54. Agile – an industry story Franco Campione | 21st November, 2013 Copyright © SureSkills
  • 55. CME Group • World’s largest futures & options exchange • 3000 staff / 1500 IT • IT occupies 8 floors in the west edge of the Loop in Chicago • Competitors 21st November, 2013 Copyright © SureSkills
  • 56. 2009 • • • In 2009 – all of IT was waterfall All developers were in cubes. Is Tom in today? Let me email him. Do we even have windows? I can’t wait to go home. 21st November, 2013 Copyright © SureSkills
  • 57. Agile Buy In? • Agile buy in? In early 2010 – The 12 person development team moved to sit together Except the room was: • Small • No natural light • 1 3ft x 3ft whiteboard • A perimeter desk with everyone facing away from each other • The loudest air conditioner you’ve ever heard • Next to the bathroom 21st November, 2013 Copyright © SureSkills
  • 58. It was a massive success 21st November, 2013 Copyright © SureSkills
  • 59. Success based on what? The complaining disappeared 21st November, 2013 Copyright © SureSkills
  • 60. Proof of Concept End of 2010 – Let’s Build a Proof of Concept • Idea paint • No walls • TVs & projectors 21st November, 2013 Copyright © SureSkills
  • 61. 2011 & 2012 2011 – Build 2012 – Move in! • An entire floor of 175 people • 16 dedicated agile areas • The brushed aluminum button 21st November, 2013 Copyright © SureSkills
  • 62. Mediascape • Seating for 10 • 4 simultaneous displays • Fuzzy pillows and Xbox’s 21st November, 2013 Copyright © SureSkills
  • 63. CME Agile Landscape • • • • • • Iteration 0 2 standups a day Retrospectives & showcases The role of PM Transparency Business Involvement 21st November, 2013 Copyright © SureSkills
  • 64. Tools • • Just in Mind Jira 21st November, 2013 Copyright © SureSkills • • Confluence Custom Dashboard
  • 65. Business Intelligence Maurice Lynch | 21st November, 2013 Copyright © SureSkills
  • 66. An Agile Approach to Business Intelligence 21st November 2013 Maurice Lynch (CEO) Nathean Technologies Ltd. www.nathean.com Agile BI Copyright © Nathean Technologies Ltd 2013
  • 67. So What’s The Problem? …only 36% of managers in top performing organisations get information they need in timeframe that supports their decision making cycle… Aberdeen Group, 2011 Fear of the unknown! How much will it (eventually) cost me? How long will it take? Will it work?! …fewer than 30% of business intelligence (BI) initiatives will align analytics completely with enterprise business drivers… Gartner 20012 21st November, 2013 Copyright © SureSkills
  • 68. Typical Starting Points • • • • • • • Disparate business systems and data sources Set of in-built reports with each system Heavy & recurring Excel usage Information out-of-date soon after it is published Key metrics not always well known Reporting driven by IT not business users Lack of centralised control over data distribution • The Project Goal : “Single View of the Customer” 21st November, 2013 Copyright © SureSkills
  • 69. Typical Solution • Create a Project Plan (Waterfall Method): • Ask every department what reports they want • Determine all possible data sources for Day #1 • Design and build a Data Warehouse • Up-skill staff on new BI tools… • Go Live … and hope the business does not change! 21st November, 2013 Copyright © SureSkills
  • 70. Typical Problems • The Project has become : “The Data Warehouse Project” • Moved from the Business to I.T. • New and unexpected data sources will have to wait for change control • Uptake on new tools is poor or too advanced for users • Revert to Excel and Ad-Hoc tools 21st November, 2013 Copyright © SureSkills
  • 71. How far did we get? Fear of the known unknowns! Where are the reports I used to get!? How much have we spent already!? How long more will it take?! The business is changing can we change the requirements?! 21st November, 2013 Copyright © SureSkills
  • 72. The Agile Approach Create Value & Momentum quickly by starting with real world Burning Issues …and don’t wait for “Perfect Data” 21st November, 2013 Copyright © SureSkills
  • 73. A Customer Story… Fingal County Council Deliver a wide range of services to 240,000 citizens On-going ad-hoc queries from multiple divisions across multiple systems Implement Cost Savings and Efficiencies Prepare reports for Government Departments 21st November, 2013 Copyright © SureSkills
  • 74. Rates Time & Attendance HR Housing 21st November, 2013 Copyright © SureSkills Water Meter Finance Payroll Other…
  • 75. Public Sector Times – Aug 2011 Benefits of Better BI for FCC  Improved efficiencies throughout the council  Greater transparency and increased accuracy of data  Improved debt management and revenue collections  Enhanced citizen services 21st November, 2013 Copyright © SureSkills
  • 76. Benefits of Agile From the Unknown to the Known Unknown Costs => Incremental Spending Unknown Timeframes => Iterative Development Unknown Adoption Rate 21st November, 2013 Copyright © SureSkills => Immediate Feedback
  • 77. About Our Company Nathean Technologies Ltd. • Founded in 2001, Dublin … 100% Irish Owned … Software & Data Services • Our product Logix Agile BI™ is in use across multiple sectors • Enterprise Ireland client since 2008 … Export to UK, US & Canada • Member of CeADAR – Centre for Applied Data Analytics Research • Domain Expertise in Procurement/Finance/HR/Payroll/ERP Analytics – Education, Public Sector, Commercial 21st November, 2013 Copyright © SureSkills
  • 78. Logix Agile BI™          21st November, 2013 Copyright © SureSkills Agile Development Dashboards with Drilldown Links Multiple Data Sources PowerPivot Integration Advanced In-Memory Caching Multiple Client Applications Pre-built Data Apps Social Media Connectors HTML5 – Mobile
  • 79. Some of Our Customers… 21st November, 2013 Copyright © SureSkills
  • 80. Thank You Email info@nathean.com Call us on + 353 1 685 3001 www.nathean.com Copyright © Nathean Technologies Ltd 2013 21st November, 2013 Copyright © SureSkills
  • 81. Join The Debate on LinkedIn SureSkills Service Management & Project Management Group 21st November, 2013 Copyright © SureSkills
  • 82. Belfast: Callender House, 58-60 Upper Arthur Street, Belfast BT1 4GJ, Northern Ireland Dublin: 14 Fitzwilliam Place, Dublin 2, Ireland Austin: 7000 N. Mopac Expressway, Suite 200, Austin, TX 78731, USA www.sureskills.com Phone: +353-1-240-2222 Email: info@sureskills.com 21st November, 2013 Copyright © SureSkills